Group 9 KMB 2 Analysis of Pop Meals

MGB 4013 STRATEGIC MANAGEMENT
SEMESTER II, ACADEMIC SESSION 2022/2023
GROUP ASSIGNMENT:
STRATEGIC MANAGEMENT ANALYSIS OF POP MEALS
NAME OF LECTURER:
MADAM SITI NURULHUDA BINTI NORDIN
GROUP 9
KMB 2
NAME MATRIC NO PHONE NO
1 NOR NADIAH BINTI BAYANI 1200671 013-390 7899
2 NURSYAMIMI BINTI ROZAIRI 1200675 018-310 7539
3 NIK NURUL FAEZAH BINTI YAHYA 1200707 011-3193 4651
4 NUR ATIQAH BINTI MOHD KAIRI 1200726 017-528 0588
5 MUHAMAD FIRDAUS BIN MOHD 1202952 017-4002416
AZHAN
1
Table of Contents
1.0 INTRODUCTION ............................................................................................................... 3

2.0 BACKGROUND OF THE COMPANY .............................................................................. 4
3.0 VISION AND MISSION OF THE COMPANY .................................................................. 5
4.0 INTERNAL FACTOR ANALYSS (IFA) OF THE COMPANY ......................................... 7
5.0 EXTERNAL FACTOR ANALYSS (IFA) OF THE COMPANY ........................................ 8
6.0 STRATEGIC TOOLS .......................................................................................................... 9
6.1 SWOT MATRIX .................................................................................................................. 9
6.2 IE MATRIX ....................................................................................................................... 11
6.3 SPACE MODEL ................................................................................................................ 11
6.4 BLUE OCEAN STRATEGY ............................................................................................. 13
7.0 QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM) .................................... 14
8.0 CHOOSING THE APPROPRIATE STRATEGY ............................................................. 17
9.0 SUSTAINABLE DEVELOPMENT GOALS (SDG) ........................................................ 17
10.0 CONCLUSION ................................................................................................................ 20
REFERENCE ........................................................................................................................... 21
2
1.0 INTRODUCTION
This report is the result of our discussion and analysis about Pop Meals company. This report
aims to see the strengths and weaknesses of startup company in Malaysia. Pop Meals is the
first startup company in Malaysia to participate in Y Combinator's startup accelerator program.
For that reason, we choose Pop Meals as the company to analyse.
In this report, we study the background of Pop Meals, its business activities, products sold and
target customers. We also break down the vision and mission of the chosen company. This
report could not be done without us choosing the issues that arise in Pop Meals. The issues can
be referred from the annual report and online news.
In addition, we also conduct analysis to find out the strengths, weaknesses, opportunities and
threats of the Pop Meals company. We use strategic tools such as SWOT MATRIX, IE
MATRIX, SPACE and Blue Ocean Strategy. As a result, we were able to do the Quantitative
Strategic Planning Matrix (QSPM) and choose the strategy that suits the company to improve
their profile. In this era of globalization, we also touched on the Sustainable Development
Goals (SDG) by the United Nation that the company should reflect as.
We would like to thank Allah and every party involved in helping to make this report a success.
Not forgetting the lecturer Madam Siti Nurulhuda Binti Nordin who has given us guidance in
class so that we understand and successfully complete this report.
3
2.0 BACKGROUND OF THE COMPANY
On November 1, 2020, Farm to Fork Sdn Bhd changed the registered trademark Dahmakan to
Pop Meals. On November 17, 2015, co-founder Christian Edelmann (CTO), Jonathan Weins
(CEO), and Jessica Li created a full-stack meal delivery business with headquarters in
Malaysia. All of the founders have prior experience working for the well-known Hong Kong-
based food delivery business Food Panda. At that point, they understood the potential for
inexpensive, nutritious food consumption in the Malaysian market. So, they made the decision
to launch the company in Malaysia.
A variety of investors have been drawn to the fledgling company's innovative business concept,
which uses cutting-edge technology to handle the whole value chain. As a result, they may
offer consumers delivery alternatives that are reasonably priced.
The firm makes investments to advance the artificial intelligence (AI)-based operating system
that enables the kitchens to work more profitably and effectively than rival quick-service
restaurants (QSRs). To build weekly menus, the system can gather and analyse client data, such
as food preferences and spending patterns.
Customers submit orders for meal delivery using Pop Meals' website or mobile app now. The
Pop Meals cooking hubs, also known as Cloud Kitchens, are in the Klang Valley. From there,
internal riders who handle the delivery system would pick up client orders. Without regard to
how diners are seated, Cloud Kitchen describes a restaurant as doing primarily the tasks of
preparing, packaging, and delivering meals. Here, meals are prepared by chefs in a central
kitchen and then delivered to consumers.
4
3.0 VISION AND MISSION OF THE COMPANY
VISION
Food powered by data while enabling culinary innovation
To improve customer eating experiences and make ordering simpler than ever using artificial
intelligence and data in logistics and kitchen automation.
F&B of the 21st century: a truly digital experience in the food space
To raise the bar for the industry and improve the thrill, cost, and convenience of food delivery
for clients by utilising technology and analytics.
Y Combinator startup, backed by renowned investors
To become the fastest-growing companies in the food sector with the support of investors,
including Rakuten Capital, White Star Capital, JAFCO Asia, and GEC-KIP Fund. In addition,
the support is coming from the South Korean food delivery service Woowa Brothers as well as
from previous investors Partech Partners and Y Combinator.
MISSION
A popular menu at a popular price
To provide a wonderful dinner at a reasonable cost.
The Emergence of the Pop Chart, which provides everyday rankings of the meals
To determine whether meals were genuinely popular or were becoming more popular every
day and give ultimate control over which meals move up or down the list using Pop Chart
analyses on several consumer data points.
Always there for the customers
To become customers’ favourite restaurant and quickly grow.
5
Verse from Quran or hadith or sirah and relate it with strategic management from the
Islamic perspective that the company had be pursued.
The issue of what the organization's or business's input is in the process of strategic planning
must be answered as the first stage in the process. Participants can evaluate present situations
by looking at recent history and changing inputs (internal and external) of the state,
organisation, programme, or sub-program. Considering strengths and weaknesses and figuring
out how to maximise strengths and minimise weaknesses are necessary steps in determining
what our inputs are. In the Islamic religion, all sources, inputs, or contents that we desire to get
or maybe disseminate to others must be trustworthy, genuine, and accountable.
َُ َ َ ُ ْ َ ُ َ َ َ ٌ َ ْ ُ َ َ ْ ُ َ َ َّ َ ُّ َ َ
‫اسق ِبن َب ٍإ فت َب َّينوا أن ت ِص ُيبوا ق ْو ًما ِب َج َهال ٍة فت ْص ِب ُحوا‬
ِ ‫يا أيها ال ِذين آمنوا ِإن جاءكم ف‬
َ ُْ َ ٰ َ ‫ََع‬
‫َل َما ف َعلت ْم ن ِاد ِمي‬
O you who have believed, if there comes to you a disobedient one with information, investigate, lest you
harm a people out of ignorance and become, over what you have done, regretful. (Al Hujurat: 6)
According to the Tafsir by Imam Ibnu Kathir, “O you who believe! If a rebellious evil person
comes to you with a news, verify it, lest you harm people in ignorance, and afterwards you
become regretful to what you have done.
Pop meals has taken a step which is they take a step to know what their strength and weakness
is through data that has been collected. With this data, they will know which way how to make
a correction in their business and make a plan to improve their plan.
6
4.0 INTERNAL FACTOR ANALYSS (IFA) OF THE COMPANY
Key Internal Factors Weight Rating Weighted

score
Strengths
1. Systematic cloud kitchen concept via apps 0.12 2 0.24
analysis
2. Rank the daily most-ordered menu in 0.12 3 0.36
descending order in apps
3. Entice element in apps 0.18 3 0.54
4. State the ingredients and description for every 0.06 2 0.12
menu
5. Cook by the professional culinarian 0.12 2 0.24
Weaknesses
1. High turnover employee due to low salary 0.07 2 0.14
2. Lack delivery coverage 0.06 2 0.12
3. Less in-person contact with customer 0.03 1 0.03
4. Lack of opened outlets 0.13 3 0.39
5. Poor management system 0.11 3 0.33
1.0 2.51
Based on the analysis, entice element in the app is the main element of internal factors of
strength. This is because entice elements can attract consumers to buy food from Popmeal.
The weighted score of this factor is 0.54. Despite that, State the ingredients and description
for every menu received the lowest score in the weighted score which is 0.12. It is because
some buyers usually did not look at the ingredients and descriptions for every menu before
buying any food. The highest of weakness category is lack of opened outlets which is the
weighted average of this factor is 0.39. It is because Pop Meals will have lost customers who
might be craving Pop Meals but can't find it at their place. As a result, each IFE Matrix is a
tool used to evaluate Pop Meals' internal factors and discover any strength or weakness that
might exist there.
7
5.0 EXTERNAL FACTOR ANALYSS (EFA) OF THE COMPANY
Key External Factors Weight Rating Weighted

score
Opportunities
1. Niche food halal healthy and tasty 0.08 2 0.16
2. Demand for their brand leads to market 0.07 2 0.14
expansion to other cities.
3. Lack of awareness after re-branding 0.11 3 0.33
(dahmakan)
4. Loyal returning customers 0.11 3 0.33
5. Demand for home delivery services 0.03 1 0.03
6. healthy&
Threats
1. Long distance between kitchen the delivery 0.09 2 0.18
location
2. Competition with other food delivery services 0.17 3 0.51
3. Apps malfunction or crash 0.12 3 0.36
4. Consumers bad reviews or dissatisfaction 0.14 3 0.42
towards the menu
5. Earlier image branding hampered early 0.08 2 0.16
expansion due to brand resemblance
1.0 2.62
Based on the analysis, we are able to determine that the emergence of various culinary trends
and loyal repeat customers share a total weighted score of 0.33 in the opportunities category.
Additionally, with a total weighted score of 0.03, demand for home delivery services received
the lowest score. The threat category's highest overall weighted score was 0.42 for apps that
malfunction or crash, compared to 0.16 for earlier image branding that was seriously limited
by brand similarities. As a result, each EFE Matrix is a tool used to evaluate Pop Meals' external
environment and discover any opportunities or threats that might exist there.
8
6.0 STRATEGIC TOOLS
6.1 SWOT MATRIX

Strengths Weaknesses
1. Systematic cloud 1. High turnover

kitchen concept via employee due to low
apps analysis salary
2. Rank the daily 2. Lack delivery
most-ordered menu coverage
in descending order 3. Less in-person
in apps contact with
3. Entice element in customer
apps 4. Lack of opened
4. State the outlets
ingredients and 5. Poor management
description for system
every menu
5. Cook by the
professional
culinarian
Opportunities SO Strategy WO Strategy
1. Niche food halal 1. Improve features in 1. Improve

healthy and tasty apps to attract the management system
2. Demand for their customers (S3, O4) especially for home
brand leads to market 2. Hire expert chefs to delivery services
expansion to other innovate new (W5, O5)
cities. menus (S5, O1, O3)
3. The emergence of the 3. Add the details for 2. Build strong
variety of food trends each menu with the relationship with
4. Loyal returning nutritional loyal customer by
customers providing
9
5. Demand for home information. (S2, membership. (W3,
delivery services O1) O4)
Threats ST Strategy WT Strategy
1. Long distance 1. Create a variety of new 1. Increase the coverage area

between kitchen the menus through customer for delivery (W2, T1)
delivery location feedback and preferences
2. Competition with (S1, T2, T4) 2. Open more
other food delivery branches in high-
services 2. Monitor and improve the demand areas
3. Apps malfunction or apps every week. (S3, T3) (W4, T1, T2)
crash
4. Consumers bad 3. Provide training and 3.Hire an IT person for apps
reviews or guideline to all chefs every maintenance or upgrade.
dissatisfaction month. (S5, T4) (W5, T3)
towards the menu
5. Earlier image
branding hampered
early expansion due to
brand resemblance
10
6.2 IE MATRIX
The IFE Total Weighted Scores
Strong Average Weak
3.0 to 4.0 2.00 to 2.99 1.00 to 1.99
High I II III
3.0 to 4.0
The EFE
Total Medium 2.62 IV V VI
Weighted 2.00 to 2.99
Scores
Low VII VIII IX
1.00 to 1.99
2.51
Quadrant The BCG Matrix

I, II, IV Grow and Build
• Backward, forward, or Horizonal Integration
• Market Penetration
• Market Development
• Product Development
III, V, VII Hold and Maintain

• Market Penetration
• Product Development
VI, VIII, IX Harvest or Divest

• Retrenchment
• Divestiture
Based on the analysis of IFE and EFE, we conducted the IE matrix, which represents the
intersection of weighted scores from both analyses. The intersect point falls into cells of V,
which means it can be classified as hold and maintain strategies. The two commonly employed
strategies under this division are market penetration and product development. The result of
IFE and EFE analysis at the ranges of 2.51 and 2.62, respectively, shows that the company
needs to increase its market penetration and product development in order to increase its
revenue.
11
6.3 SPACE MODEL
Financial Position (+) Stability Position (-)

Return on Investment 5 Technology changes -3
Working capital 6 Rate of inflation -4
Cash flow 4 Demand Variability -5
Inventory turnover 5 Price range of competing -4
product
Barrier to enter into market -2
Competitive pressure -3
Ease to exit market -4
Price elasticity of demand -4
Risk involves in business -5
20/4 -34/9
=5 = -3.78
Total Axis-Y score: 1.22
Competitive position (-) Industry Position (+)
Product quality -2 Growth potential 5
Product life cycle -4 Profit potential 4
Customer loyalty -3 Financial stability 3
Capacity utilization -2 Extent leverage 3
Technology know-how -4 Resource utilization 6
Control over supplier -2 Ease of entry into market 4
Productivity, capacity 5
utilization
-17/6 30/7
= -2.83 = 4.29
Total Axis-X score: 1.46
FP (5) + SP (-3.78) = 1.22 {Y}
CP (-2.83) + IP (4.29) = 1.46 {X}
12
Pop Meals is in Quadrant II: Aggressive Movement, where this new brand is becoming
financially solid and competitive in its field. Being in this quadrant suggests that Pop Meals is
in a great position to exploit external opportunities, manage internal weaknesses, and minimise
external risks. As a result, Pop Meals' strategy should include market expansion, product
development, and diversification.
6.4 BLUE OCEAN STRATEGY
ELIMINATE RAISE
• Eliminate bad reviews on the app but • Increase branches.

still make improvement.
• Increase offers and discount to
• Eliminate delivery fee who using customers.
their app
• Increase the pop meal’s menu
• Eliminate customer in person

interaction.
13
REDUCE CREATE
• Reduce the cost of packaging • Create their own app for pop
meals.
• Reduce dissatisfaction of customer on
the meals • Create the help button.
• Reduce the prices of the meals • Create automation cooking

appliance and digital quality
assurance.
7.0 QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)
Strategy Alternatives
Hire expert chefs to Open more

innovate new menus branches in
high-demand
areas
Weight Attractive Total Attractive Total
score attractive score attractive
score score
Strengths
1. Systematic cloud 0.12 2 0.24 4 0.48

kitchen concept via
apps analysis
2. Rank the daily 0.12 - -
most-ordered menu
in descending order
in apps
14
3. Entice element in 0.18 - -
apps
4. State the ingredients 0.06 3 0.18 4 0.24
and description for
every menu
5. Cook by the 0.12 4 0.48 3 0.36
professional
culinarian
Weaknesses
1. High turnover 0.07 - -

employee due to
low salary - -
2. Lack delivery 0.06
coverage
3. Less in-person 0.03 - -
contact with
customer
4. Lack of opened 0.13 1 0.13 4 0.52
outlets
5. Poor management 0.11 - -
system
Total 1.00
Opportunities
1. Niche food halal 0.08 4 0.32 2 0.16

healthy and tasty
2. Demand for their 0.07 3 0.21 4 0.28
brand leads to
market expansion to
other cities.
15
3. The emergence of 0.11 4 0.44 2 0.22
the variety of food
trends
4. Loyal returning 0.11 3 0.33 3 0.33
customers
5. Demand for home 0.03 - -
delivery services
Threats
1. Long distance
between kitchen the 0.09 - -
delivery location
2. Competition with
other food delivery 0.17 - -
services
3. Apps malfunction
or crash 0.12 - -
4. Consumers bad
reviews or 0.14 4 0.56 2 0.28
dissatisfaction
towards the menu
5. Earlier image
branding hampered 0.08 - -
early expansion due
to brand
resemblance
Total 1.00
Sum 2.89 2.87
As indicated in this analysis of the Quantitative Strategic Planning Matrix (QSPM), Pop Meals
should proceed to recruit expert chefs to innovate new menus as their new alternative plans or
actions. This is because the attractiveness score for hiring new expert chefs to create new menus
is slightly higher than a strategy to open more branches in the highest-demand areas, which is
2.89 against 2.87.
16
8.0 CHOOSING THE APPROPRIATE STRATEGY
From this group strategies, we found that hiring expert chefs to innovate new menus is
the best strategy among the others for Pop Meals. This strategy has been carefully selected
from the SWOT Matrix to the Quantitative Strategic Planning Matrix (QSPM). Previously, the
company had many complaints from customers who wanted new meals on their menu. The
lack of meals on the menu disappointed them, and they decided not to come to the outlet
anymore. As a result, the company is at risk of losing customers, even their loyal ones.
Therefore, we suggest the Pop Meals company to appoint a reliable chef to innovate new menus
so that they can reduce various weaknesses and threats in their company. If the company
appoints a good chef, they can increase the variety of the menu and further attract many
customers to their outlet.
There are various channels for Pop Meals to advertise the recruitment of their new
expert chefs, for instance in relevant online platforms, social media, culinary schools,
professional networks, and chef associations. Pop Meals should emphasize specific criteria and
goals to be considered when hiring expert chefs considering their business operations mainly
involved food and beverages. For a new start-up brand, it is vital for them to ensure that they
are hiring an expert that is creative, knowledgeable of particular cuisines, skilled in menu
development, possesses appropriate cooking skills and is able to work effectively in a team.
Pop Meals should conduct market research on the current culinary trends and
preferences to identify the area that can be innovated and design distinctive menus that will
appeal to their customers. Pop Meals can elevate their restaurant's reputation, attract new
customers, or stay ahead of culinary trends by staying updated on the latest food trends, dietary
preferences, and emerging ingredients. It is important for Pop Meals to regularly seek feedback
from their customers regarding the new menus and dishes because the culinary industry is
constantly evolving, so it's important to stay updated on the latest trends, customer preferences,
and innovative techniques. Finally, Pop Meals can encourage their team to attend culinary
workshops, seminars, and industry events to keep their skills sharp and stay ahead of the curve.
Restaurant innovation is essential to the growth and success of the restaurant sector,
especially Pop Meals. First, innovation can set a restaurant above its rivals. Second, innovation
can benefit the customers of a restaurant. In the food industry, innovation can help a restaurant
17
gain a competitive advantage. It can set itself apart from its rivals by employing a skilled chef
to create a new menu. A fresh menu item or an original dining experience is a great approach
for bringing in new and recurring customers because people quickly become bored of seeing
or experiencing the same things. The restaurants that thrive in the food industry follow the most
recent developments in the industry. This preserves the interests of the consumer. Many
consumers want to go to trendy restaurants because they want to appear up-to-date and
knowledgeable about what is trendy in pop culture. Innovative dishes and dining experiences
can set a restaurant apart from its rivals. By saving customers time and hassle, a chef's
innovation will also enhance their lives. Finally, when a restaurant keeps up with culinary
trends, it can lead the food business and use innovation to draw in and sustain consumers'
interest. Therefore, these benefits of innovation contribute to the successful expansion of the
restaurant industry.
9.0 SUSTAINABLE DEVELOPMENT GOALS (SDG)
On September 25, 2015, the Sustainable Development Goals (SDG) were established among
193 world leaders including Malaysia for the 2030 Sustainable Development Agenda at the
United Nations General Assembly, New York. The SDGs are also considered Global Goals
created to save the planet, end poverty, develop social, economic and environmental
sustainability. It has 17 Sustainable Development Goals (SDGs) and 169 Targets in total which
covering food, health, education, gender, poverty, water, economic and climate change.
(Sustainable Development Goals | United Nations Development Programme, n.d.).
GOAL 8 – Decent Work and Economic Growth
The eighth Sustainable Development Goal (SDG 8) is Decent Work and Economic
Growth, which aims to advance stable economic growth, full and effective employment and
decent jobs for all. Through the value chain, businesses stimulate economic activity and serve
as generators for creating employment and economic growth. Opportunities for decent job are
beneficial to society and industry. For this case, Popmeals should improve and implement these
values into their management in order to uphold labour standards throughout their own
operation and supply chains and reduce the danger of legal and reputational repercussions.
There will be more access to qualified, productive talent as a result of implementing non-
discriminatory practises and valuing diversity.
18
In the first place, this SDG emphasized to increase awareness of the value of the
environment and the necessity for businesses to make a contribution to it. As a result, many
companies have begun to use sustainable practises and strategies to foster economic growth
and good jobs while also safeguarding society and the environment. For instance, companies
are working to incorporate ethical labour practises and reduce waste.
The Sustainable Development Goals (SDGs) have generally influenced the start-up
businesses that have benefited from equitable employment and economic expansion by
increasing awareness of the significance of sustainable development, offering an agreed-upon
framework for businesses for evaluating their effect and development and establishing more
opportunities for businesses to interact with stakeholders and work together in achieving
sustainable growth. Hence, the businesses will become more vital to the development of an
environmentally friendly and adopting sustainable practises and initiatives.
GOAL 12 – Responsible consumption and production
Pop Meals should be focused on serving quality food with zero waste. They position
themselves in the market where their competitive advantage is a company that cares about the
relationship between customers and uses automatic cooking equipment to cook their food. Pop
Meals has a sophisticated technological kitchen with state-of-the-art smart kitchens to control
their food production and produce quality meals. This company can directly reduce waste from
overproduction to achieve the 12th goal of the 17 Sustainable Development Goals (SDGs),
which is responsible consumption and production. (PopMeals.com,2023).
The food waste problem caused by overproduction and manual production encouraged
Pop Meals to come up with new ideas to solve the problem. They innovated by creating the
first digital food infrastructure that uses customer data to track customer preferences and the
frequent meals that customers order. Therefore, Pop Meals should only cook food to order and
try to improve each of their menus. Pop Meals can get data from customers by using the Pop
Meals application, which allows customers to order meals, make payments, and send feedback
for improvement. (PopMeals.com,2023).
19
10.0 CONCLUSION
With a new look and rebranding of its original Dahmakan, it is opening new
opportunities for Pop Meals based on its differentiation strategy strengths. Pop Meals is one of
the famous restaurants that offer food delivery services. The specialization of this restaurant is
that they utilize artificial intelligence in logistics and cooking automation. However, the
weaknesses of this restaurant are low visibility and a limited area of coverage. After we go
through the analysis, we find out that Pop Meals has to hire expert chefs to innovate new menus.
The more menus are introduced, the more crowds of customers will be received.
Among the advantages of Pop Meals is that it is very concerned about the cleanliness
of its food and its shop. Pop Meals has also obtained a halal certificate from Jakim, which states
that the shop must use halal sources as well as good and clean food content. Most customers,
especially Muslim customers, are very concerned about eating halal and good food. This can
attract more customers, especially Muslims, because they are more comfortable and confident
eating there. This coincides with the evidence of the Qur'an, which is in Surah al-Baqarah,
verse 168.
َ ‫ط ٰـ ِن ۚ إِنَّهۥُ لَ ُك أم‬
ٌ ِ‫عد اُو ُّمب‬
١٦٨ ‫ين‬ َ ‫ش أي‬
َّ ‫ت ٱل‬
ِ ‫ط ٰ َو‬ ۟ ُ‫طيِ ابۭا َو ََل تَتَّبِع‬
ُ ‫وا ُخ‬ ۟ ُ‫اس ُكل‬
ِ ‫وا ِم َّما فِى أٱْل َ أر‬
َ ‫ض َحلَ ٰـ ا ًۭل‬ ُ َّ‫يَ ٰـٰٓأَيُّ َها ٱلن‬
Meaning:
O mankind, eat from whatever is on earth [that is] lawful and good and do not follow the
footsteps of Satan. Indeed, he is to you a clear enemy.
From this Dalil, we understand that Toyyiban halal food is halal, clean, pure, and
trustworthy. It is not looking at the external cleanliness but rather the cleanliness of the
contents, the production process materials, and the safety of using them. This verse also
reminds Muslims to look for food that is truly halal, to stay away from food that has been
forbidden, and also from food whose halal status is doubtful or vague. Therefore, Pop Meals is
very helpful for Muslims to get halal toyyiban and tasty food.
20
REFERENCE
pitchIN. (n.d.). About Pop Meals | pitchIN. pitchIN.

https://www.pitchin.my/businesses/details/pop-meals-sdn-bhd?mbstx=isywy
Pop Meals | Popular meals at even more popular prices. (n.d.).
https://www.popmeals.com.my/about
Sustainable Development Goals | Uited Nations Development Programme. (n.d.). UNDP.
https://www.undp.org/sustainable-development-goals
Surah Al-Hujuraat Verse 6. (n.d.). Tafsir AlQuran Online. Retrieved June 16, 2023, f
https://tafsirq.com/en/49-al-hujuraat/verse-
6#:~:text=O%20you%20who%20have%20believed
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GROUP 9 KMB 2 ANALYSIS OF
POP MEALS
by uni 4u
Submission date: 17-Jun-2023 12:05AM (UTC-0500)

Submission ID: 2117667123
File name: GROUP_9_KMB_2_ANALYSIS_OF_POP_MEALS_1.pdf (559.38K)
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GROUP 9 KMB 2 ANALYSIS OF POP MEALS
ORIGINALITY REPORT
15 %
SIMILARITY INDEX
12%
INTERNET SOURCES
4%
PUBLICATIONS
11%
STUDENT PAPERS
PRIMARY SOURCES
1
www.researchgate.net
Internet Source 2%
2
www.hizb-ut-tahrir.info
Internet Source 1%
3
Submitted to Universiti Teknologi MARA
Student Paper 1%
4
Submitted to La Trobe University
Student Paper 1%
5
Submitted to Johnson and Wales University
Student Paper 1%
6
www.popmeals.com.my
Internet Source 1%
7
Submitted to University of Bedfordshire
Student Paper 1%
8
pt.scribd.com
Internet Source 1%
9
Submitted to Saint Leo University
Student Paper 1%
10
Submitted to Maharishi University of
Management
1%
Student Paper
11
pdfcoffee.com
Internet Source 1%
12
techcrunch.com
Internet Source 1%
13
dokumen.pub
Internet Source <1 %
14
www.strategicmanagementinsight.com
15
www.coursehero.com
16
Submitted to Multimedia University
Student Paper <1 %
17
Submitted to University of Cape Town
Student Paper <1 %
18
www.windesheim.com
19
Submitted to University of Maryland,
University College
<1 %
Student Paper
20
thecsrjournal.in
21
calieproject.files.wordpress.com
22
www.jagranjosh.com
23
www.studymode.com
24
www.thanhniennews.com
25
Submitted to Angeles University Foundation
Student Paper <1 %
26
books.byui.edu
27
www.projectfactory.info
28
Mackay, David, Arevuo, Mikko, Meadows,
Maureen. "Strategy", Strategy, 2023
<1 %
Publication
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GROUP 9 KMB 2 ANALYSIS OF POP MEALS
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MGB 4013 STRATEGIC MANAGEMENT

SEMESTER II, ACADEMIC SESSION 2022/2023

1.0 INTRODUCTION ............................................................................................................... 3

Food powered by data while enabling culinary innovation

Y Combinator startup, backed by renowned investors

A popular menu at a popular price

To provide a wonderful dinner at a reasonable cost.

Always there for the customers

To become customers’ favourite restaurant and quickly grow.

Key Internal Factors Weight Rating Weighted

Key External Factors Weight Rating Weighted

6.1 SWOT MATRIX

1. Systematic cloud 1. High turnover

Opportunities SO Strategy WO Strategy

1. Niche food halal 1. Improve features in 1. Improve

Threats ST Strategy WT Strategy

1. Long distance 1. Create a variety of new 1. Increase the coverage area

Quadrant The BCG Matrix

III, V, VII Hold and Maintain

VI, VIII, IX Harvest or Divest

Financial Position (+) Stability Position (-)

FP (5) + SP (-3.78) = 1.22 {Y}

CP (-2.83) + IP (4.29) = 1.46 {X}

6.4 BLUE OCEAN STRATEGY

• Eliminate bad reviews on the app but • Increase branches.

• Eliminate customer in person

• Reduce the prices of the meals • Create automation cooking

7.0 QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)

Hire expert chefs to Open more

1. Systematic cloud 0.12 2 0.24 4 0.48

1. High turnover 0.07 - -

1. Niche food halal 0.08 4 0.32 2 0.16

9.0 SUSTAINABLE DEVELOPMENT GOALS (SDG)

GOAL 8 – Decent Work and Economic Growth

GOAL 12 – Responsible consumption and production

pitchIN. (n.d.). About Pop Meals | pitchIN. pitchIN.

Submission date: 17-Jun-2023 12:05AM (UTC-0500)

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Article Error You may need to remove this article.

Prep. You may be using the wrong preposition.

Prep. You may be using the wrong preposition.

Prep. You may be using the wrong preposition.

Possessive You may need to use an apostrophe to show possession.

Article Error You may need to remove this article.

Article Error You may need to remove this article.

Article Error You may need to remove this article.

Article Error You may need to remove this article.

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